Browsing by Author "Porter, Christopher O.L.H."

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    An Examination of Supervisors' Implicit Person Theory and the Supervisor-Employee Relationship
    (2022-12) Chavez, Emily K.; Williams, Jane; Stockdale, Peggy; Porter, Christopher O.L.H.
    Previous research has established that supervisor’s play an important role in conveying performance management strategies and influencing an employee’s job experience. Notably, there has been a growing area of research of how Implicit Person Theory (IPT) can contribute to supervisors’ coaching and management styles. Research within the more recent years has shown that IPT has indirect effects on the employee experience. The current study expands upon both IPT and performance management literature, by examining how an employee perceives their Supervisor’s IPT, their supervisor’s coaching style of support for developmental opportunities, and the employee’s related job outcomes of: Turnover Intentions, Job Satisfaction, and Satisfaction with Supervisor. Results from 388 men and women in various industries and organizations suggest that Perceived Supervisor IPT is related to developmental opportunities within the workplace. Additionally, we found support for Supervisor IPT being indirectly related to employees’ Turnover Intentions, Job Satisfaction, and Satisfaction with Supervisor via Perceived Developmental Opportunities. When adding Employee IPT to our mediated model, we only found marginally significant support for employees’ Satisfaction with Supervisor. Additionally, we controlled for Leader Member Exchange (LMX) within our moderated mediation model and found non- significant interactions on the indirect path of Perceived Developmental Opportunities on all three employee outcomes and obtained non-significant mediations nested within our greater model. Within our exploratory analyses we found evidence of IPT interaction between an employee and supervisor predicting LMX, Turnover Intentions, and Job Satisfaction. Ultimately, this research contributes to performance management, IPT, and LMX research by providing evidence of how a developmental coaching style of providing opportunities to employees can influence the employees’ job experience and is related to their perceptions of their leader.
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    Investigating the Relationship between Occupational Callings and Citizenship Fatigue
    (2023-05) Hustoft, Zayna J.; Williams, Jane R.; Andel, Stephanie A.; Porter, Christopher O.L.H.; Johnson, India R.
    The body of literature regarding occupational callings has well established the positive effects of living one’s calling. Emerging research, however, identifies the double-edged sword nature of callings or in other words, the potential negative effects living one’s calling can have in spite of the positive effects. Nevertheless, there is a lack of consensus regarding the mechanisms explaining the negative effects of callings as well as a lack of direction regarding how those living their calling may avoid or mitigate these negative effects. Drawing upon previous literature coupled with the Job Demands-Resources Model, I tested the degree to which called individuals are more susceptible to negative outcomes in the form of citizenship fatigue. I also tested a theoretical model to examine organizational citizenship behavior as the mechanism that accounts for the relationship between living a calling and citizenship fatigue. I additionally examined two moderators of this relationship: self-compassion and leader compassion. Hypotheses were tested using a two-wave survey design with 288 full-time employees. Results have implications for called individuals’ overall health and wellbeing, as well as for leaders and the company climate they foster.
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    A Multilevel Investigation of the Relationships Between Personality and Team Role Adoption
    (2020-12) Morrison, Chelsey Skipton; Stockdale, Peggy; Porter, Christopher O.L.H.; Williams, Jane
    There is a plethora of team composition and personality research, but limited research incorporating the influences of team context or teammate behaviors for a multilevel examination. Using secondary data from a pre-existing study consisting of 86 teams and 430 total participants, we investigated the multilevel relationships of personality and team role adoption. We predicted hypotheses at three levels. At the individual-level, we predicted personality traits would predict role adoption. At the team-level, we predicted team personality composition (measured as mean) would predict role composition (measured as density). We also predicted cross-level interactions, such that team personality composition would moderate relationships between individual personality and role adoption. We utilized Density scores to calculate team role composition, which captures mean ties per group member where a tie is being perceived as adopting a leadership role. At the individual-level, we found support that extraversion levels predicted adoption of all roles. At the team-level, mean conscientiousness predicted density of all team roles. We found no support for any cross-level moderations that team personality composition influenced individual-level personality to role predictions.
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    What Works for You Might Not Work for Me: Consequences of IPT, Feedback Orientation, and Feedback Environment on Performance Management Effectiveness
    (2023-05) Burton, Bobbie; Williams, Jane; Derricks, Veronica; Porter, Christopher O.L.H.
    Despite its status as a commonly used and seemingly vital talent management system, performance management has received an abundance of criticism surrounding its effectiveness and utility in organizations. Existing deficiencies in performance management are largely attributed to gaps in its strategy and implementation, with researchers arguing that organizations need to spend more effort supporting personnel engagement in informal, “everyday” performance management behaviors to drive performance. The present study sought to expand on existing performance management research by investigating: 1) how supervisor engagement in informal performance management behaviors influences employee perceptions of overall performance management and 2) how employee feedback orientation and implicit person theory potentially alter those perceptions. The hypothesized model was tested using an online survey sent through Prolific academic to a random sample of 351 full-time United States employees. A series of hierarchical regressions revealed that employee perceptions of performance management were positively predicted by supervisor engagement in informal performance management behaviors. However, employee feedback orientation and implicit person theory were not found to significantly moderate these effects. The present study contributes to performance management literature by examining the degree to which informal supervisor performance management behaviors shape employee reactions to performance management. Implications, limitations, and directions for future research are discussed.